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ORGANIZING: THE PURPOSE OF THE ORGANIZATION CHART: diagram of the STRUCTURE organization's official positions and formal lines of authority. Organizing defined....

ORGANIZING: THE PURPOSE OF THE ORGANIZATION CHART: diagram of the STRUCTURE organization's official positions and formal lines of authority. Organizing defined. ORGANIZATION MANUAL: provides It is the structuring of resources and activities written descriptions of authority to accomplish objectives in an efficient and relationships, details the functions of major effective manner. organizational units, and describes job procedures. THE PURPOSE OF THE STRUCTURE POLICY MANUAL: describes personnel 1. It defines the relationships between tasks and activities and company policies. authority for individuals and departments. 2. It defines formal reporting relationships, the number of levels in the hierarchy of the THE INFORMAL GROUPS organization, and the span of control. It is when members of an organization 3. It defines the groupings of individuals into spontaneously form a group with friendship departments and departments into organization. as a principal reason for belonging. 4. It defines the system to effect coordination of effort in both vertical(authority) and Reasons or factors for joining or forming a horizontal(tasks) directions group. 1. Friendship When structuring an organization, the engineer 2. Common Interest must be concern of the following; 3. Proximity (gives people chance to share 1. Division of Labor - determining the scope of ideas, opinions) work and how it is combined in a job. 4. Need satisfaction (unions, cultural societies, 2. Delegation of Authority - the process of fraternities) assigning various degrees of decision-making 5. Collective power (rallies) authority to subordinates. 6. Group goals (party, sports club) 3. Departmentation - the grouping of related jobs, activities, or processes into major organizational submits. THE TYPES OF ORGANIZATION 4. Span of control - the number of people who report directly to a given manager. 1. Functional Organization: this is a form of 5. Coordination - the linking of activities in the departmentalization in which everyone engaged organization that serves to achieve a common in one functional activity, such as engineering or goal or objective. marketing, is grouped into one unit. 2. Product or market organization: the organization of a company by divisions that THE FORMAL ORGANIZATION brings together all those involved with a certain It is the structure that details lines of type of product of customer. responsibilities, authority and position 3. Matrix Organization: an organizational structure in which each employee reports to The formal structure is described by both a functional or division manager and to a management through: project or group manager. THREE TYPES OF AUTHORITY Moving Story 1. LINE AUTHORITY: a manager's right to tell subordinates what to do and then see that they In November 1981, the whole 6th floor of do it. the Film Center at the Cultural Center Complex 2. STAFF AUTHORITY: a staff specialist's right in Manila collapsed while undergoing to give advice to a superior. construction. Many workers and an engineer 3. FUNCTIONAL AUTHORITY: a specialist's died. right to oversee lower-level personnel involved Based on the interview of some survivors in that specialty, regardless of where the “a former construction worker was hired to do personnel are in the organization. masonry job when he does not have training in masonry.” TWO TYPES OF DEPARTMENT Hence, there was poor staffing. 1. LINE DEPARTMENTS: perform tasks that reflect the organization’s primary goal and This type of story underscores the mission. importance of staffing in any organization, 2. STAFF DEPARTMENTS: include all those engineering or otherwise. that provides specialized skills in support of line Effective staffing, on the other hand department. places the engineering organization on a competitive stance. CLASSIFICATIONS OF STAFF OFFICERS STAFFING 1. PERSONAL STAFF: those individuals The management function that assigned to a specific manager to provide determines human resource needs, needed staff services. recruits, selects, trains and develops 2. SPECIALIZED STAFF: those individuals human resources for jobs created by an providing needed staff services for the whole organization. organization. THE STAFFING PROCEDURES. DEFINITION OF COMMITTEE: It is a formal group of persons formed for 1. HUMAN RESOURCE PLANNING: a specific purpose. The planned output of an organization will require a systematic deployment of human CLASSIFICATIONS: resources at various levels. To be able to do 1. Ad Hoc Committee: one created for a short- this, the engineer manager will have to term purpose only and have a limited life. involve himself with human resource 2. Standing Committee: relatively permanent planning. committee that deals with issues on an ongoing basis. [ex. grievance committee] 2. RECRUITMENT: Attracting qualified persons to apply for vacant positions in the company so that STAFFING THE ENGINEERING those who are best suited to serve the ORGANIZATION company may be selected. Sources of Applicants  i. The organization’s current iii. To plan for future performance employees. goals. ii. Newspaper advertising iv. To determine training and iii. Schools development needs iv. Referrals from companies. v. To assess the promotional v. Recruitment firms potential of the employee. vi. Competitors 7. EMPLOYMENT DECISIONS: 3. SELECTION: After evaluating the performance of the The act of choosing from those that are employee, s/he is now subjected to any of available the individuals most likely to the following; succeed on the job. i. Monetary rewards ii. Promotion iii. Transfer Ways of Determining the Qualifications of iv. Demotion a Job Candidate i. Curriculum Vitae 8. SEPARATION: ii. References VOLUNTARY SEPARATION: The iii. Interviews employee resigned by himself. (looking iv. Testing for better employment, getting married) INVOLUNTARY SEPARATION: 4. INDUCTION AND ORIENTATION: TERMINATION due to poor performance INDUCTION: The new employee is of the employee. provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. The employee signs the contract of employment. ORIENTATION: The new employee is introduced to the immediate working environment and co-workers, including his working space. 5. TRAINING AND DEVELOPMENT: The learning that is provided in order to improve performance of the present job. 6. PERFORMANCE APPRAISAL: The measurement of employee performance. WHY? i. performance and development. ii. To determine merit, pay to increase. LEADING AND DIRECTING knowledge and skills, and different potentials. It is defined as the process of influencing people so that they will contribute to 3. The Importance of Personal Dignity organizational and group goals. The concept of individual dignity means Managing requires the creation and that people must be treated with respect, maintenance of an environment in which no matter what their position is in the individuals work together in groups toward organization. the accomplishment of common objectives. The manager’s job is not to manipulate 4. Consideration of the Whole Person people but, rather, to recognize what We cannot talk about the nature of motivates people. people unless we consider the whole person, not just separate and distinct characteristics such as knowledge, HUMAN FACTORS IN MANAGING attitude, skills, or personality traits. Through the function of leading, A person has them all to different managers help people see that they can satisfy degrees. their own needs and utilize potential while The human being is a total person contributing to the aims of the enterprise. affected by external factors. People cannot divest themselves of the Managers should thus have an impact of these forces when they come understanding of the roles assumed by people to work. and the individuality and personalities of people. Managers must recognize these facts 1. Multiplicity of Roles and be prepared to deal with them. Individuals are much more than a productive factor in management’s plans. MOTIVATION They are members of social systems of many organizations; they are consumers A general term applying to the entire class of of goods and services, schools, drives, desires, needs, wishes, and similar churches, trade associations, and forces. political parties. In these different roles, they establish laws that govern managers, ethics that MOTIVATIONAL TECHNIQUES guide behavior, and a tradition of human 1. Intrinsic Motivation dignity that is a major characteristic of our society. Refers to motivation that is driven by an interest or enjoyment in the task itself, and 2. No Average Person exists within the individual rather than relying People act in different roles, but they are on any external pressure also different themselves. It may include a feeling of accomplishment It is equally important to acknowledge and self-actualization. that individuals are unique—they have different needs, different ambitions, different attitudes, different desires for 2. Extrinsic Motivation responsibility, different levels of Comes from outside of the individual. Common extrinsic motivations are  rewards like money and grades, coercion Mahatma Gandhi (1869-1948) is a great (the practice of forcing another party to example of a transformational leader behave in an involuntary manner by use because he satisfied the needs of his of threats, or rewards intimidation, or followers. Instead of riding those needs to some other form of pressure or force), power, he remained sensitive to a higher and threat of punishment. purpose. Include benefits, recognition, status His vision of leadership went beyond symbols, and money. Competition is in himself. He believed in satisfying the needs general extrinsic because it encourages of all that followed him. the performer to win and beat others, not The transactional leadership theory, to enjoy the intrinsic rewards of the developed by Weber and Bass, is based on activity. the hypothesis that followers are motivated through a system of rewards and punishment. LEADERSHIP The transactional leader's view of the leader - follower relationship is one of quid pro quo Leadership is the art or process of - or this for that. If the follower does influencing people so that they will strive something good, then they will be rewarded. willingly and enthusiastically toward the If the follower does something wrong, then achievement of group goals. they will be punished. Good leaders are made not born. If you (3) Charismatic Leadership Approach have the desire and willpower, you can become an effective leader. Good leaders develop Charismatic leadership is based on the through a never-ending process of self-study, leader's ability to communicate and behave education, training, and experience. in ways that reach followers on a basic, emotional way, to inspire and motivate. According to Robert J. House, charismatic INGREDIENTS OF LEADERSHIP leaders may have certain characteristics, such as: (1) Trait Approaches to Leadership a. being self-confident Ralph M. Stogdill found that various researchers b. having strong convictions had identified specific traits related to leadership c. articulating a vision ability such as: d. being able to initiate change e. communicating high expectations 5 physical traits (such as energy, f. having a need to influence followers and appearance, and height) supporting them 4 intelligence and ability traits g. demonstrating enthusiasm and 16 personality traits (such as adaptability, excitement aggressiveness, enthusiasm, and self- h. being in touch with reality confidence), 6 task-related characteristics (such as achievement drive, persistence, and initiative) (4) Fiedler’s Contingency Approach to 9 social characteristics (such as Leadership cooperativeness, interpersonal skills, and administrative ability) People become leaders not only because of their personality attributes but also because (2) Transformational and Transactional of various situational factors and the Leadership Approaches  interactions between leaders and group Communication and management are members. closely linked. Communication refers to the Based on leadership style --- task-motivated process by which information is exchanged and relationship-motivated and situation --- between two or more people (increasingly, leader-member relations, task structure, and machines are also included in communication, position power. but we limit the discussion here to communication between people). Each of the (5 ) Path-goal Approach to Leadership management roles – planning, organizing, This was developed to describe the way leading, and controlling - depends on effective that leaders encourage and support their communication. Managers must be able to followers in achieving the goals they have been receive accurate information for the plans to be set by making the path that they should take implemented. When information is accurately clear and easy. In particular, leaders: sent and received, everyone in an organization can be informed. When information is Clarify the path so subordinates know misinterpreted or when incorrect information which way to go. spreads, communications can create significant Remove roadblocks that are stopping problems in organizations. them going there. Increasing the rewards along the route. THE COMMUNICATION MODEL LEADERSHIP STYLES BASED ON USE OF AUTHORITY 1. Autocratic Leader He commands and expects compliance, is dogmatic and positive, and leads by the ability to withhold or give rewards and punishment. 2. Democratic or Participative Leader He consults with subordinates and THE PURPOSE OF COMMUNICATION encourages their participation. 1. To establish and disseminate the goals of an enterprise. 2. To develop plans for their achievement. 3. To organize human and other resources 3. Free-rein Leader in the most effective and efficient way. 4. To select, develop, and appraise He uses power very little, if at all, giving members of an organization. subordinates a high degree of 5. To lead, direct, motivate, and create a independence. climate in which people want to contribute. 6. To control performance. COMMUNICATION The transfer of information from a sender to a receiver, with the information being COMMUNICATION IN AN ORGANIZATION understood by the receiver. 1. Downward Communication infographics, as well as through an aggregate of the above. It flows from people at higher levels to those Non-verbal communication is also called at lower levels in the organizational silent language and plays a key role in hierarchy. human day to day life. 2. Upward Communication Travels from subordinates to superiors and COMMUNICATION METHODS continues up the organizational hierarchy. 1. Primitive or conventional method 3. Crosswise Communication regular mail (“snail mail”), morse code It includes the horizontal flow of information 2. Use of information technology (among people on the same or similar organizational levels) and the diagonal flow wired and wireless telephone, fax machine, of information (among people at different voice mail, internet (for e-mail, chatting, etc), levels who have no direct reporting teleconference , and videoconference relationships with one another). TIPS FOR IMPROVING WRITTEN FORMS OF COMMUNICATION COMMUNICATION 1. Written Communication Use simple words and phrases. Use short and familiar words. Communication in written form Use personal pronouns (such as “you”) Includes pictograms or visuals, letters, whenever appropriate. memorandums, reports, text messages, Give illustrations and examples; use charts. electronic messages (e-mail). Use short sentences and paragraphs. 2. Oral or verbal Communication Use active verbs, such as “The manager plans…” Primarily refers to spoken verbal communication Avoid unnecessary words. Includes discussion, speeches, presentations, interpersonal communication and many other varieties. TIPS FOR IMPROVING ORAL COMMUNICATION The body language and voice tonality plays a significant role and may have a greater Communicate with a large audience as you impact on the listener than the intended would do in a one-to-one conversation. content of the spoken words. Tell a story, an anecdote, and give examples. 3. Nonverbal Communication Pause—do not rush. In a discussion, a pause shows that you are listening. Describes the process of conveying Use visual aids such as diagrams, charts, meaning in the form of non-word messages overhead slides, and computer graphic through e.g. gestures, body language, or presentations. posture; facial expression and eye contact, Communicate confidence and create trust. object communication such as clothing, This can be done by strong and clear voice, hairstyles, architectures, symbols, and good posture, and a smile.  Use a colorful, specific language and show collaborative culture, people are more likely to through your body language that you are seek help with problems and to suggest confident and are in command of the solutions and improvements. Effective situation. communication creates a collegial culture that fosters teamwork and encourages cooperation. Creates Commitment ROLES OF COMMUNICATION IN MANAGEMENT Effective communication involves not only sending information but also receiving it. By The role of management is to accomplish listening to employees' concerns, allowing them the goals of an organization. To do this, to have input on their work and their workplace, managers create a plan that defines what needs and giving consideration to their suggestions, to be done, when it will be done, and how it will managers can make everyone in the be done. To implement the plan, managers organization feel like they are valued must convey this information to everyone in the contributors. When employees feel like they are organization. That is, they must communicate valued in the organization, they will likely be the plan to members of organization. However, more engaged and motivated. Effective managers need to do much more than just communication creates support and inform people what they need to support the commitment. plan. They also must motivate people to support the plan, build commitment to the organization, Defines Expectations establish rapport and collaboration, and keep When people are uncertain about what is everyone informed of events and actions that expected of them and how they will be affect the organization. Good communication evaluated, they can't do their jobs well. not only informs but also helps to create a Performance reviews are difficult because the culture that makes people feel like they belong employee does not know the performance to and want to support the organization. The standards they are expected to meet. And if opening example sows what can result from corrective measures are necessary, the poor communication. employee may be resentful if he can't see how Following are some benefits of effective his behaviors reduced his effectiveness. When communication: expectations and standards are clear, employees know what they need to do to get a Provides Clarity positive review and benefits that come with it. Confusion, uncertainty, and ambiguity These are just a few of the many benefits make people uncomfortable and uncooperative. that come from effective communications. Making roles, responsibilities, and relationships Managers can only reach organizational goals clear gives everyone the information they need when the people in the organization are to do their jobs and to understand their committed to the goals. People perform much contributions to the organization. Effective better when they are informed and involved. communication reduces the cost associated with conflicts, misunderstandings, and mistakes. FORMAL AND INFORMAL Builds Relationships COMMUNICATION SYSTEM A culture that promoted open In most organizations there are both communication reduces tension between formal and informal information systems. hierarchical levels of employees, both Formal communication systems are the professionally and socially. In a trusting and methods used to convey information necessary for conducting the business of the organization. In a social network, an individual can Formal communications conform to rules and reach out to anyone else in his network for regulations prescribed by the profession or law information or assistance. Through the kinking (for example, formal reporting procedures for member, he can also seek help from another tracking injuries in the workplace). This is group. People with large social networks have information that flows within the chain of access to much information, and linking command or within task responsibilities. The individuals can spread information through an message may be procedures to provide regular organization. Linking individuals can be very progress reports to managers. It may be influential in an organization. scheduled meetings to exchange information on 2. Grapevine - is how gossip is spread through the status of a project. Human resources may an organization. Another term for a grapevine is arrange seminars to convey new policies and a rumor mill. Almost everyone engages in procedures. The formal communication system gossip in some manner, so it is a very effective makes sure necessary information flows way of spreading information. In fact, through the organization and that dissemination information often spreads faster through the of this information is controlled. Not everyone in grapevine than through formal information the organization has access to progress reports channels. Unfortunately, the information is not or attends project meetings. Formal controlled, and it can be distorted or even totally communication systems ensure that information fabricated. The grapevine is particularly is available to those who need it and not to important when formal communications are others. inadequate. People don't like to be uncertain Not all communication in an organization about conditions that affect them. When is formal, and not all communication is information is not provided by the formal system, controlled. Informal communication systems are they seek and spread information through the outside of the formal system. Informal systems grapevine. can connect almost anyone in an organization Unlike a social network, a grapevine is to anyone else. They skip over hierarchical unstructured and transitory, although the levels between departments and functions. In grapevine can follow social network links. the opening scenario we saw how Informal flows in the grapevine through chance misinformation spread through the informal encounters, informal meetings and overheard system can harm an organization. However, conversations. Electronic communication and informal communication systems are not social media has greatly increased the spread necessarily disruptive. In many organizations, and spread of grapevines. the informal network is the primary way information is spread and work gets done. There are some organizations where getting a job done depends more on who you know that what you know. WHY IS EFFECTIVE COMMUNICATION IMPORTANT IN MANAGEMENT? MAIN TYPES OF INFORMAL COMMUNICATION To lead others, you must demonstrate effective 1. Social Network - is a system of personal communication skills. Otherwise, a manager will relationships that cross hierarchical, lack the credibility to implement his employer’s departmental, and organization boundaries. objectives, and struggle to really worker teams behind them. Managers who communicate well are also more likely to become good problem solvers, which is an essential skill to function communicate a company’s goals and well in an international workplace where objectives. diversity is increasingly the norm. Employees who show an aptitude for verbal and written communication are more likely to advance up MULTIGENERATIONAL RELATIONS the corporate ladder, as well. Effective communication between managers and Conflicts are likely when employees from employees is requisite for a well-functioning different generations find themselves working workplace. together. Good communications skills are a must for managers wanting to succeed in this environment. For example, the competitive drive of Baby Boomer employees born between 1946 BETTER EMPLOYEE RELATIONS and 1964 may not sit well with Generation X and The best managers understand the need for Y peers, born in 1965 or later, who desire a less building alliances and communicating intense work life. Managers must avoid blanket throughout all levels of the organization. stereotypes when trying to encourage the Effective communication skills are a must for various groups to interact with each breaking down barriers, which promotes the productively. collaborative atmosphere that an organization needs to thrive. A typical employee’s engagement and interest in work varies from PROBLEM SOLVING SKILLS day to day. Astute managers accept this reality but can tailor their own communication style to Effective communication and problem-solving motivate an employee to achieve the desired skills go hand in hand. Employees who struggle result. on the job naturally look to managers for guidance to solve their problems. A manager who lacks discretion, however, is unlikely to gain the trust he needs to address co-worker GAINS IN PRODUCTIVITY conflicts, declining performance or substance Whether they realize it or note, managers are abuse issues. Failure to address these the linchpin of a company’s productivity efforts. situations, in turn, jeopardizes the organization’s A manager must clearly articulate strategies and productivity and ability to carry out its mission. plans so that an employee team knows what to do, and how the company envisions them being carried out. At the same time, each team member should understand his role, and why his particular task is so important. If the manager can’t make that case, employees grow complacent and less interested in their work. IMPACT OF GLOBALIZATION Cross-cultural and linguistic work teams are increasingly common features in today’s globalized workplace. Managers must devise new communications strategies to interact with an increasingly multicultural, multinational workforce. Employees also may identify with several different national groups; which managers must consider when trying to